"When you don't have a process, random results occur. Sometimes you hit the bulls eye, sometimes you don't". Is it worth taking the risk of missing targets, outcomes and results by letting managers do whatever they want in the hiring process?"

Barry Deutsch's insight:

A lack of a good rigorous hiring process results in outcomes that are comparable to rolling dice in Las Vegas - crapshoot hiring. Are you willing to bet your company on average and mediocre processes around talent?

Hiring is one of the hardest parts of managing a team. A lot is riding on the initial meeting, and if you're nervous or ill-prepared—or both—it can make you do strange things. The following mistakes are all too common, but they're easy to avoid with some advance preparation.

Interviewing remains the most popular assessment for employee screening, but the reliability remains low, often in the 50 percent range.

Ira shares an outstanding story that I see repeated over and over in the vast majority of companies - weak interviewing by hiring managers. This is one of the most critical failure points in the hiring process.

Most companies do a terrible job preparing managers and executives to hire effectively. In most companies, hiring is NOT a process, it's a random set of arbitrary meetings where each individual manager does interviewing in their own misguided way. The minute you turn hiring into a process, train all your managers, and put some rigor behind it - hiring accuracy starts moving up from the traditional low reliability level in the 50% range.

Google+, Google’s social network, allows for connecting with people based on interests and offers incredible opportunities for recruiting.

Although the author considers Google + to be an effective network for recruiting - I think it's a waste of time to use at this current stage for recruiting. There are much better tools where your investment of time can pay bigger dividends such as LinkedIn. Google+ may emerge in a couple of years as an effective tool - currently it is not useful for recruiting.

John Sullivan talks about the #1 recruiting strategy to find good talent. In my workshops and seminars I suggest to hiring executives and managers that their target for employee referrals should be at least 50% of all new hires.

The best interview questions tell you about the person behind the resume – and speak to details not on a resume.

This is another post on what are the best interview questions to ask. Most of these posts focus on the traditional, standard, stupid, inane, canned, and silly questions that have no relevance to future success. For example, how can the candidate know how they can help your organization if you don't first discuss performance expecations. Secondly, asking deep value/character based questions about frustrations, motivations, feelings - will generate superficial responses until a high degree of trust has been established.

The one question I did like on this post was the one about "what will your former boss say when I..."

Hiring someone with potential sounds good—unless that raw talent never grows and matures into an actionable manifestation of what you first saw. Here are four tips for determining whether a job candidate is worthy.

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